Adding Value with Collective Intelligence – A Reference Framework for Business Models for User-Generated Content

2012 ◽  
pp. 35-52 ◽  
Author(s):  
Henrik Ickler ◽  
Ulrike Baumöl
Keyword(s):  
Business Models ◽  
Collective Intelligence ◽  
User Generated Content ◽  
Reference Framework

Accessing, Analyzing, and Extracting Information from User Generated Contents

2010 ◽  
pp. 312-328 ◽  
Author(s):  
Paolo Casoto ◽  
Antonina Dattolo ◽  
Paolo Omero ◽  
Nirmala Pudota ◽  
Carlo Tasso
Keyword(s):  
Research Laboratory ◽  
Business Models ◽  
Information Overload ◽  
Collective Intelligence ◽  
Conceptual Modeling ◽  
User Generated Content ◽  
Digital Information ◽  
Research Experiences ◽  
Mass Collaboration ◽  
The Web

The concepts of the participative Web, mass collaboration, and collective intelligence grow out of a set of Web methodologies and technologies which improve interaction with users in the development, rating, and distribution of user-generated content. UGC is one of the cornerstones of Web 2.0 and is the core concept of several different kinds of applications. UGC suggests new value chains and business models; it proposes innovative social, cultural, and economic opportunities and impacts. However, several open issues concerning semantic understanding and managing of digital information available on the Web, like information overload, heterogeneity of the available content, and effectiveness of retrieval are still unsolved. The research experiences we present in this chapter, described in literature or achieved in our research laboratory, are aimed at reducing the gap between users and information understanding, by means of collaborative and cognitive filtering, sentiment analysis, information extraction, and knowledge conceptual modeling.

Capturing Value in Platform Business Models That Rely on User-Generated Content

2021 ◽  
Author(s):  
Hemang Subramanian ◽  
Sabyasachi Mitra ◽  
Sam Ransbotham
Keyword(s):  
Network Effects ◽  
Business Models ◽  
Switching Costs ◽  
Service Level ◽  
User Generated Content ◽  
Organizational Boundaries ◽  
Considerable Uncertainty ◽  
Current Usage ◽  
Significant Interest ◽  
Using Data

Business models increasingly depend on inputs from outside traditional organizational boundaries. For example, platforms that generate revenue from advertising, subscription, or referral fees often rely on user-generated content (UGC). But there is considerable uncertainty on how UGC creates value—and who benefits from it—because voluntary user contributions cannot be mandated or contracted or its quality assured through service-level agreements. In fact, high valuations of these platform firms have generated significant interest, debate, and even euphoria among investors and entrepreneurs. Network effects underlie these high valuations; the value of participation for an individual user increases exponentially as more users actively participate. Thus, many platform strategies initially focus on generating usage with the expectation of profits later. This premise is fraught with uncertainty because high current usage may not translate into future profits when switching costs are low. We argue that the type of user-generated content affects switching costs for the user and, thus, affects the value a platform can capture. Using data about the valuation, traffic, and other parameters from several sources, empirical results indicate greater value uncertainty in platforms with user-generated content than in platforms based on firm-generated content. Platform firms are unable to capture the entire value from network effects, but firms with interaction content can better capture value from network effects through higher switching costs than firms with user-contributed content. Thus, we clarify how switching costs enable value for the platform from network effects and UGC in the absence of formal contracts.

Social Appliances for Sustainable Smart Homes

2019 ◽  
Vol 10 (4) ◽  
pp. 287-301
Author(s):  
Bruno Apolloni ◽  
◽  
Luca Marconi ◽  
Francesco Epifania ◽  
Marco Mesiti ◽  
...  
Keyword(s):  
Social Networks ◽  
Energy Consumption ◽  
Business Model ◽  
User Experience ◽  
Business Models ◽  
Collective Intelligence ◽  
Smart Homes ◽  
The Individual ◽  
Service Paradigm ◽  
Common Target

We discuss a Cloud-based Collective Intelligence model and its in-progress implementation to direct users toward an optimal usage of their home appliances as a way of getting both personal advantage and an overall reduction of pollution and energy consumption. In this model sustainability is considered with respect to two types of resources: natural ones, to be mostly preserved, as indicated above, and brain resources, in terms of intention and knowledge, to be convoyed to a common target. Having the first aspect for a given, in this paper we focus on the secondby examining three distinct factors: user experience, knowledge achievement and business model. Our service paradigm is rooted on a Social Networks of Facts that requires experts’ know, like that owned by the appliance manufacturer, but exploits it in an autonomous way so as to comply with the specific intentions of the individual users. While cloud architectural and communication aspects are solved in a standard, though advanced, way, the interplay between user and expertsisconsidered variously within a range of business models. As the success of these models is related to the network population, here we discuss some preliminary simulations based on an effectively implemented infrastructure and on the extrapolation of early collected data.

scholarly journals Towards a (De)centralization-Based Typology of Peer Production

2016 ◽  
Vol 14 (1) ◽  
Author(s):  
Melanie Dulong de Rosnay ◽  
Francesca Musiani
Keyword(s):  
Social Organization ◽  
Common Good ◽  
Business Models ◽  
User Generated Content ◽  
Creative Work ◽  
Peer Production ◽  
Work Patterns ◽  
Wide Range ◽  
Technical Architecture ◽  
Means Of Production

Online peer-production platforms facilitate the coordination of creative work and services. Generally considered as empowering participatory tools and a source of common good, they can also be, however, alienating instruments of digital labour. This paper proposes a typology of peer-production platforms, based on the centralization/decentralization levels of several of their design features. Between commons-based peer-production and crowdsourced, user-generated content “enclosed” by corporations, a wide range of models combine different social, political, technical and economic arrangements. This combined analysis of the level of (de)centralization of platform features provides information on emancipation capabilities in a more granular way than a market-based qualification of platforms, based on the nature of ownership or business models only. The five selected features of the proposed typology are: ownership of means of production, technical architecture/design, social organization/governance of work patterns, ownership of the peer-produced resource, and value of the output.

The Emerging Value of Social Computing in Business Model Innovation

2010 ◽  
pp. 112-134
Author(s):  
Peter Knol ◽  
Marco Spruit ◽  
Wim Scheper
Keyword(s):  
Network Effects ◽  
Social Computing ◽  
Collective Intelligence ◽  
Business Model Innovation ◽  
Business Value ◽  
User Generated Content ◽  
Long Tail ◽  
Open Platform ◽  
The Social ◽  
Enabling Services

The value of Social Computing and its application in business has largely remained unclear until now. However, this chapter reveals that Social Computing principles may have important business value, as they can help lower transaction costs. This makes the Social Computing development here to stay, instead of another hype. This chapter describes Social Computing with nine technological and social principles, obtained by comparing both Internet and academic sources in this field, being Open Platform, Lightweight Models, Enabling Services, Intuitive Usability, Long Tail, Unbounded Collaboration, Collective Intelligence, Network Effects, and User Generated Content. The results show that Social Computing provides most support in those aspects of business where connections with the environment exist; the relations with partners and customers. This chapter will explain what Social Computing is, and how one can use it to increase business value.

Social Business

2019 ◽  
pp. 1576-1602
Author(s):  
Maria João Ferreira ◽  
Fernando Moreira ◽  
Isabel Seruca
Keyword(s):  
Social Media ◽  
Business Models ◽  
Collective Intelligence ◽  
Organizational Transformation ◽  
Well Being ◽  
Social Business ◽  
Comprehensive View ◽  
Collective Effort ◽  
New Models ◽  
And Training

Information systems and technologies (IST) are the essence of up-to date organizations, and changes in this field are occurring at an uncontrollable pace, interrupting traditional business models and forcing organisations to implement new models of business. Social media represent a subset of these technologies which contribute to organizational transformation. However, by itself, the adoption of social media does not imply such a transformation; changes in the organization's culture and behaviour are also needed. The use of IST in an appropriate and integrated way with the organization's processes will depend on an individual and collective effort. For organizations to take advantages of these technologies within the context of Social Business, a comprehension exercise is required in how to demonstrate their usefulness. To this end, this paper will provide a comprehensive view of a new context of labour faced by traditional organizations i.e. social business supported by mobile IST – mobile_Create, Share, Document and Training (m_CSDT) – in order to improve the well-being of these organizations through the collective intelligence and agility dimensions.

scholarly journals On the move towards customer-centric business models in the automotive industry - a conceptual reference framework of shared automotive service systems

2018 ◽  
Vol 29 (3) ◽  
pp. 473-500 ◽  
Author(s):  
Marcus Grieger ◽  
André Ludwig
Keyword(s):  
Business Model ◽  
Business Models ◽  
Model Development ◽  
Conceptual Modeling ◽  
Transformational Change ◽  
Service Systems ◽  
Real Problem ◽  
Digital Service ◽  
Reference Framework ◽  
Value Propositions

AbstractDigitalization drives automotive original equipment manufacturers (OEMs) to change their value propositions and open-up towards greater collaboration and customer integration. The shift towards services implies a transformational change from product- towards customer-centricity. This study proposes a conceptual reference framework (CRF) out of a business model perspective to systematize automotive service systems. The CRF presents relevant dimensions and dependencies between the involved stakeholders and the necessary infrastructures in order to facilitate digital service conceptualization in the early phases of the service design. The artifact is developed based on a literature review and conceptual modeling, then iteratively evaluated by means of guideline-supported interviews from three different perspectives and applied to a real problem statement within a case workshop. The results suggest value creation for automotive services occurs in shared mobility networks among interdependent stakeholders in which customers play an integral role during the service life-cycle. Additionally, the results deepen the understanding of service business model development under consideration of industry-specific aspects and suggest the framework to be a beneficial structuring tool that can save resources and specify solution finding.

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